Jothno Care and Support

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Policies were in place covering equality and diversity, and the registered manager was able to tell us how they met the needs of both staff and people with regard to this. For example, people were supported by staff with a shared cultural heritage who were able to speak the same language as them.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There was a registered manager who was responsible for the day to day running of the service. Staff spoke positively about the working environment and the support from the registered manager and other senior staff. One member of staff said, “The support they give us carers is attentive. They are very fast at responding to things. You walk in the office, and you are made welcome.” Another staff member told us, “It’s a really good environment to work in. You do get the support you need.”

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard.

People and staff were able to speak up. There were systems in place to facilitate this, such as a complaints procedure. Staff team meetings were held which gave staff the opportunity to raise matters of importance to them. A member of staff told us, “We have team meetings every month. We can come in [to the office] or join online.” There was an annual survey of people and their relatives which gave them the opportunity to provide feedback on the running of the service. An annual staff survey was also carried out by the provider.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.
The provider had a policy in place on equality and diversity to guide practice in this area. Staff told us they were treated fairly by their employer. Staff recruitment was carried out in line with good practice as regards equality and diversity.
 

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had various quality assurance and monitoring processes in place to help drive improvements at the service. These included carrying out spot checks. These gave the provider the opportunity of both speaking with people who used the service and monitoring staff performance. A relative told us, “They have been coming regularly to do a spot check.” The provider also carried out phone monitoring calls with people and a twice-yearly survey. In addition, various audits were carried out. These included audits of medicine and health and safety practices.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider worked with other agencies to help ensure people’s needs were met. For example, they had supported a person to apply to the local authority to get a stairlift fitted in their home. A relative said, “If I have any problems, [senior staff member] is quite helpful. They talk to the GP. We needed some incontinent pads, and they coordinated with the council, and they have been delivered.” At an organisational level the provider worked with other agencies, including the British Institute of Leaning Disabilities and Skills for Care.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

There was a focus on continuous learning and improvement. For example, staff undertook regular training to help them develop in their role. Accidents and incidents were reviewed to see what learning could be derived from them. The provider was focused on improvements to the service and how it was run. For example, the registered manager told us they were striving to make the company 100% paperless for the benefit of the environment.